If you’re reading this, chances are you’ve thought about doing something different in your professional life. While many people daydream about the work, only a tiny percentage do something about it. My goal is to help raise that percentage. Here are some steps and tips to help you move out of your head or off the couch and into action.
Developing as a leader doesn’t follow a straight line. It’s different for every individual. Focus on getting better at this job daily. Here are five ideas to help you jump-start this good work.
I’m consistently surprised by how few managers and executives have a game plan for their one-on-one sessions with team members. Just ask those team members, as too many describe these sessions with the boss as infrequent or inconsistent, ineffective, and in some cases, intolerable. Here are 7 ideas to help you increase the effectiveness of your one-on-one sessions for all parties:
Your real battle as a leader is the one for your focus. It’s a battle too many lose. It’s imperative you figure out what matters and then focus. Learn to feed the mission, not the machine.
If we’re not involved in moon-shots or mars-shots but rather working for seemingly pedestrian causes or offerings, how do we manufacture that sense of purpose? It’s easy, fall in deep love with the people we’re ultimately helping with our work.
What if we led as if lives and livelihoods depended on the outcome? There are some great lessons from the vaccine moon-shot described by Pfizer’s CEO Albert Bourla in the latest issue of Harvard Business Review. It’s time to put these lessons to work in all of our organizations.
The view on the role of Manager is a relic of yesterday’s thinking and practice in management. It’s an industrial revolution hangover that is ripe for retirement to a museum display. The label and old meaning don’t hunt in a digital world.
There’s a Rubik’s Cube puzzle to solve when considering your “next” options in your career. Solving this puzzle requires you to think differently about yourself—something that requires thoughtful introspection and outside support.
There’s a great deal we don’t get right in our organization when developing our first-time managers. Peel the layers of the onion and ultimately, you find a fatal flaw in the nature of the promoting manager to new manager relationship. Here are some ideas to fix that flaw:
Your assumption that they’re busy doing top-leader things and don’t want to hear from you is partially flawed. Most senior leaders I’ve worked with and around love to hear from individuals at all levels. Here are five ideas to help you think differently about engaging with your organization’s top leaders:
